Brands
Godrej Security & Solutions products have evolved over the last 125 years: Pushkar Gokhale
Mumbai: The security solutions business of Godrej & Boyce, part of Godrej Enterprises Group has introduced its new ‘Khushiyon Ke Rakhwale’ campaign. The campaign highlighted the brand’s commitment to securing homes and ensuring the protection of what matters the most. With innovative and reliable home security solutions that provide peace of mind for families across India, the campaign aims to emphasise the emotional comfort that comes with knowing people’s loved ones are well-protected.
Indiantelevsion.com caught up with Godrej & Boyce EVP and business head of the security solutions business Pushkar Gokhale who gave an overall brief of the campaign and lot more!
Edited excerpts
On the inspiration behind this campaign
In developing our campaign, we conducted research to explore the correlation between happiness and security. We aimed to determine whether such a connection exists and, if so, to what extent. This led us to survey 2,400 customers to understand this relationship, which ultimately shaped the direction of our campaign. For the past 125 years, Godrej Security & Solutions has evolved its products to enhance people’s safety and security. Discovering a link between happiness and safety inspired us to position ourselves as a brand that “secures your happiness.” This is how the seeds of our campaign were planted. Previously, we focused on “Desh ki Tijori,” and now we’re excited to launch “Khushiyon ke Rakhwale,” perfectly timed for the festive season.
On some key features
We are continually innovating, and this campaign is no exception. Our strategy includes leveraging digital media, social media platforms, OTT channels, and television. Additionally, we plan to execute on-ground activations, taking advantage of our 5,000 retail counters nationwide to raise awareness and engage consumers through an omnichannel approach. Our e-commerce growth also supports this initiative.
On the crucial aspect of this campaign
Awareness is a crucial aspect of our campaign, especially since our research revealed a prevalent mindset among customers: “Nothing will happen to me.” We aim to educate them that security incidents can happen to anyone and emphasize the importance of preparedness. Our product range addresses security at various levels—from home entry points to the heart of the home, represented by our secure lockers. With rising jewelry and gold prices, protecting these valuable items becomes imperative; neglecting security invites potential theft.
On the growing technology incorporated in this market
We prioritize consumer research, as our customers increasingly view technology as integral to security, particularly in the banking and jewelry sectors. To meet these needs, we have enhanced our products with smart technology, incorporating artificial intelligence and IoT capabilities.
Any particular challenge for the security solutions market
One challenge we face in the home locker category is that, while we hold an 80 per cent market share, our focus should shift from simply increasing market share to expanding the market size itself. This requires increasing product adoption and building the category, as there are numerous substitutes available. Many customers still resort to hiding valuables in mattresses or temple houses—basic tactics that any burglar would recognize. We are committed to educating our customers about the importance of proper security solutions.
On future plans and other innovations
Moreover, our product development is driven by consumer research. For instance, our digital home locks have evolved from basic keypads to incorporating biometric access and multiple security features. We are also working on innovations that allow mobile phones to serve as keys, utilizing one-time passwords for added security. These technological advancements will continue to evolve as part of our ongoing commitment to enhancing home security.
Brands
Dunkin’ Donuts to exit India as Jubilant FoodWorks ends 15-year franchise deal
The quick service restaurant giant is ending a 15-year franchise partnership with the American doughnut chain, even as it renews its Domino’s agreement for another 15 years
NOIDA: Dunkin’ is done in India. Jubilant FoodWorks Ltd, the country’s leading quick service restaurant operator, has decided not to renew its franchise agreement with the American coffee and doughnut chain, and will wind down its Indian stores in a phased manner before December 31, 2026, bringing a 15-year partnership to a quiet, loss-laden close.
The decision, approved by JFL’s board on March 30, 2026, ends a relationship that began with a Multiple Unit Development Franchise Agreement signed on February 24, 2011. JFL will now evaluate and undertake what it described in a regulatory filing as the “rationalisation and/or cessation of certain operations and/or sale, transfer or disposal of assets and/or assignment or transfer of franchise rights,” all in consultation with Dunkin’s brand owners and strictly within the terms of the original agreement.
The numbers tell the story bluntly. In the financial year 2024-25, Dunkin’ India posted a revenue of Rs 37 crore against a loss of Rs 19 crore — a haemorrhage that was always going to test the patience of a parent company recording revenues of Rs 6,104 crore and a profit of Rs 194 crore in the same period. Doughnuts, it turns out, were never going to move the needle.
The contrast with JFL’s handling of its other marquee franchise could hardly be sharper. Even as it walks away from Dunkin’, the company has just doubled down on Domino’s, signing a fresh Master Franchise Agreement on March 31, 2026, granting it exclusive rights to develop and operate Domino’s Pizza stores in India for 15 years, with an option to renew for a further 10.
JFL, incorporated in 1995 and promoted by the Bharatia family, operates a network of more than 3,500 stores across six markets — India, Turkey, Bangladesh, Sri Lanka, Azerbaijan and Georgia. Its portfolio includes Domino’s and Popeyes on the global side, and two home-grown brands: Hong’s Kitchen and COFFY, a café brand in Turkey.
For Dunkin’, India was always a stretch. The brand never quite cracked the cultural code in a market where filter coffee and chai command fierce loyalty and where the doughnut remains, at best, an occasional indulgence rather than a daily habit. Fifteen years, mounting losses and a parent with better things to spend its capital on was always going to be a difficult equation to solve.
The doughnut has had its last day. The pizza, however, is staying.
